Authors :
Abdiaziz Ali Nour
Volume/Issue :
Volume 9 - 2024, Issue 10 - October
Google Scholar :
https://tinyurl.com/vr695byv
Scribd :
https://tinyurl.com/bftuppvv
DOI :
https://doi.org/10.38124/ijisrt/IJISRT24OCT1604
Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.
Abstract :
This research delves into the contribution of
collaboration among stakeholders towards enhancing the
project as a whole by delivering project milestones,
sharing knowledge and preventing conflicts. Out of the
210 adherents, data was collected from a sample of 210
who responded through a questionnaire and the results
indicated that reasonably high percentages of those
surveyed demonstrated a shared sense of understanding
and readiness towards working collaboratively within
project constraints. The descriptive statistics and the
regression analysis that was employed to analyze data has
shown that collaboration among stakeholders has got a
high positive impact on milestone achievement (β = 0.75, p
< 0.001) and knowledge sharing (β = 0.60, p < 0.001).
However, on the other hand, while they have an impact,
the effects in terms of preventing conflict are not strong,
revealing a positive correlation (β = 0.50, p < 0.001)
management of conflict, but moderate. These findings
support the notion that within the management
perspective, strategy focused communication, trust, and
participative decision-making processes are key to high
success in projects. The Structural Equation Modeling
(SEM) results also highlight that the fitted models are of a
good fit (CFI=0.98, TLI=0.97, RMSEA=0.04) which
support the hypotheses saying there is greatest amount of
stakeholder collaboration, there is greatest milestone
achievement, there will be more knowledge sharing and
conflict will be less. The reliability analysis also supported
the hypothesis that constructs were interrelated and
associates with one another as all the values of Cronbach’s
Alpha were above 0.70 (0.83, 0.78 and 0.81) for
Stakeholder Engagement, Project Trust and Conflict
respectively.
Keywords :
Stakeholder’s Collaboration, Project Milestones, Knowledge Sharing, Conflict Prevention, Project Management.
References :
- Aaltonen, K. and Kujala, J. (2016), “Towards an improved understanding of project stakeholder landscapes”, International Journal of Project Management, Vol. 34 No. 8, pp. 1537-1552, doi: 10.1016/j.ijproman.2016.08.009.
- Aaltonen, K., Kujala, J., Lehtonen, P. and Ruuska, I. (2010), “A stakeholder network perspective on unexpected events and their management in international projects”, International Journal of Managing Projects in Business, Vol. 3 No. 4, pp. 564-588, doi: 10.1108/17538371011076055.
- Albino, V., Dangelico, R.M. and Pontrandolfo, P. (2012), “Do inter-organizational collaborations enhance a firm’s environmental performance? A study of the largest U.S. companies”, Journal of Cleaner Production, Vol. 37, pp. 304-315, doi: 10.1016/j.jclepro.2012.07.033.
- Bedwell, W.L., Wildman, J.L., DiazGranados, D., Salazar, M., Kramer, W.S. and Salas, E. (2012), “Collaboration at work: an integrative multilevel conceptualization”, Human Resource Management Review, Vol. 22 No. 2, pp. 128-145, doi: 10.1016/j.hrmr.2011.11.007.
- Castañer, X. and Oliveira, N. (2020), “Collaboration, coordination, and cooperation among organizations: establishing the distinctive meanings of these terms through a systematic literature review”, Journal of Management, Vol. 46 No. 6, pp. 965-1001, doi: 10.1177/0149206320901565.
- Elia, G., Margherita, A. and Secundo, G. (2021), “Project management canvas: a systems thinking framework to address project complexity”, International Journal of Managing Projects in Business, Vol. 14 No. 4, pp. 809-835, doi: 10.1108/IJMPB-04-2020-0128.
- INFORMATION EXCHANGE definition in the Cambridge English Dictionary". dictionary.cambridge.org. Retrieved 2019-04-22.
- project managment guide. 2024. project managment guide. [Online] 2024. https://www.wrike.com/project-management-guide/faq/what-is-a-milestone-in-project-management/.
- Romero-Torres, A. (2020), “Asymmetry of stakeholders’ perceptions as an obstacle for collaboration in inter-organizational projects: the case of medicine traceability projects”, International Journal of Managing Projects in Business, Vol. 13 No. 3, pp. 467-482, doi: 10.1108/IJMPB-10-2018-0230.
- Saukko, L., Aaltonen, K. and Haapasalo, H. (2020), “Inter-organizational collaboration challenges and preconditions in industrial engineering projects”, International Journal of Managing Projects in Business, Vol. 13 No. 5, pp. 999-1023, doi: 10.1108/IJMPB-10-2019-0250.
- Pekkinen, L. and Kujala, J. (2014), “Collaborative meeting as an integrative mechanism in a multinational investment project”, Technology and Investment, Vol. 05 No. 1, pp. 45-55, doi: 10.4236/ti.2014.51006.
- Liu, L., Zhao, M., Fu, L. and Cao, J. (2021), “Unraveling local relationship patterns in project networks: a network motif approach”, International Journal of Project Management, Vol. 39 No. 5, pp. 437-448, doi: 10.1016/J.IJPROMAN.2021.02.004.
- Lehtinen, J., Aaltonen, K. and Rajala, R. (2019), “Stakeholder management in complex product systems: practices and rationales for engagement and disengagement”, Industrial Marketing Management, Vol. 79, pp. 58-70, doi: 10.1016/j.indmarman.2018.08.011.
- United nations. 2020. peace keeping and conflict prevention. [Online] 2020. https://peacekeeping.un.org/en/terminology.
This research delves into the contribution of
collaboration among stakeholders towards enhancing the
project as a whole by delivering project milestones,
sharing knowledge and preventing conflicts. Out of the
210 adherents, data was collected from a sample of 210
who responded through a questionnaire and the results
indicated that reasonably high percentages of those
surveyed demonstrated a shared sense of understanding
and readiness towards working collaboratively within
project constraints. The descriptive statistics and the
regression analysis that was employed to analyze data has
shown that collaboration among stakeholders has got a
high positive impact on milestone achievement (β = 0.75, p
< 0.001) and knowledge sharing (β = 0.60, p < 0.001).
However, on the other hand, while they have an impact,
the effects in terms of preventing conflict are not strong,
revealing a positive correlation (β = 0.50, p < 0.001)
management of conflict, but moderate. These findings
support the notion that within the management
perspective, strategy focused communication, trust, and
participative decision-making processes are key to high
success in projects. The Structural Equation Modeling
(SEM) results also highlight that the fitted models are of a
good fit (CFI=0.98, TLI=0.97, RMSEA=0.04) which
support the hypotheses saying there is greatest amount of
stakeholder collaboration, there is greatest milestone
achievement, there will be more knowledge sharing and
conflict will be less. The reliability analysis also supported
the hypothesis that constructs were interrelated and
associates with one another as all the values of Cronbach’s
Alpha were above 0.70 (0.83, 0.78 and 0.81) for
Stakeholder Engagement, Project Trust and Conflict
respectively.
Keywords :
Stakeholder’s Collaboration, Project Milestones, Knowledge Sharing, Conflict Prevention, Project Management.